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CASE STUDIES

WORKING TOWARDS "A CUSTOMER DRIVEN CULTURE".

 

BUSINESS REQUIREMENTS

An organisation-wide initiative that focused on how the newly merged organisations could provide high-quality and joined-up customer services.  Using a Lean System approach, the aim of the project was to explore new ways of delivering services that improved quality at the same time as reducing costs. 

KEY TASKS

  • Establishing a lean approach to service delivery with customers at the heart

  • Development of a customer driven culture with the desire to provide efficient and effective service delivery

  • Realising the reality from the customer point of view

  • Alignment of technology-enabled business processes

  • Maximising customer value by eliminating waste

  • Enable the business to respond to customer demands and streamline workflow through the business

  • Focused delivery on providing customers with service delivery within their homes via mobile and self-service

  • Effective use of resources to ensure that the purpose of the organisation was achieved

RESULTS

  • Restructure of teams and the move of staff to more value added activities

  • Improved performance and customer waiting times

  • Harmonisation of business systems and the introduction of mobile working solutions

  • Increase in customer satisfaction 

  • Improved staff moral 

  • Embedded continuous improvement culture driven by customer demand

  • Cost saving e.g. annual software maintenance

  • Increase in in-home service delivery to customers

  • Increase in customer self service

DELIVERY OF CULTURAL CHANGE FOR A MENTAL HEALTH SERVICE TO MODERNISE AND MAINTAIN FUNDING STREAM AND ATTRACT NEW FUNDING SOURCES

BUSINESS REQUIREMENT

​To secure funding for a Mental Health charity delivering day and employment services across the North East, the staff culture needed to be addressed in order to change the focus of the service delivery to be more forward thinking and in line with modernised mental service provision and a government job retention pilot

KEY TASKS

  • Identify the new culture for the service delivery and as a result plan the changes to the staff approach and delivery

  • Plan the detailed steps to achieve the goals in relation to the funding extension requirements and government pilot

  • Address individual and team differences to ensure alignment with the new culture and service delivery

  • Roll out a full programme of staff engagement and motivational activities to enable staff buy in

RESULTS

  • The programme was successful with service provision aligning with the desired goals and funding requirements

  • Motivation of staff increased considerably and there was a 20% increase in target outcomes

  • Core funding was continued and additional funding attracted, which allowed for staff contracts to be secured

INFORMATION TECHNOLOGY SERVICE: DEVELOPING A CUSTOMER FOCUSED CULTURE

BUSINESS REQUIREMENT

The merger of two housing associations began a process of identifying opportunities for achieving service delivery improvements and cost reductions across the Information Technology Services by combining and centralising two teams

KEY TASKS

  • Develop an integrated service offering in terms of the provision of Information Technology Services

  • Provide a customer-focused service that meet the needs of the diverse and dispersed stakeholder base

  • Move from a walk-in adhoc support provision, to working on a fit-for-purpose offering

  • Increasing delivery efficiency by eliminating duplication of services and focusing on delivering value for money

  • Engaging staff of the service area with a shared purpose, focused on ‘improving things for service users’

  • Ensuring that ‘best practice’ was recognised throughout and incorporated into all parts of service delivery

RESULTS

  • In spite of the reductions to costs and headcount, service delivery continued to provide a good level of service

  • Improved efficiency and duplication of effort eliminated. As a result, costs were reduced without any reduction in critical services

  • In the spirit of working on an integrated basis, it was possible to deliver new services/support for the newly formed organisation. For example the launch of self-service tools and remote desktop tools

  • In conversations with key users/‘customers’ it was evident that their greater involvement in discussing their needs and shaping services led to higher levels of satisfaction with the services provided

  • Within the first four weeks, staff were motivated to follow the new processes, and customer take-up of self-serving reached 80%

  • First time call resolution increased as remote desk-top the dominant tools for service delivery

FACILITATION OF PROJECT DISCOVERY PHASE TO ADDRESS A VALUE FOR MONEY AGENDA AND IMPROVE EFFICIENCY OF A LOCAL GOVERNMENT HIGWAYS DEPARTMENT

BUSINESS REQUIREMENT

​The council were in a process of a wide span transformation and cost savings programme, services needed to be fit for purpose and had clear savings targets. Initial activity was to understand if and where savings could be made within a highways service


KEY TASKS

  • Utilise business change and lean system thinking approaches carry out discovery activities to understand the current state and potential for improvement

  • Discovering that several teams were duplicating activities and that behaviours between teams were creating inefficient working, an approach was compiled to create improvements

  • Motivate the teams to understand the requirement for change

  • Facilitate teams to create an effective and joined up future state that resolved the issues


RESULTS

  • Development and agreement of a more efficient and effective future state process which in its pilot state made significant progress

  • Reduction in duplicated activities and improved communication between teams

  • The service quickly started realising cost saving benefits and the project sponsors highly commended the outcomes and ongoing future potential

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